I’m a big believer in practice. It breeds competence—and confidence. When I was training for the New York City Marathon several years ago, I looked at the training runs as a preview of race day. I created a routine and mirrored it during the marathon. I believe this practice mentality was important in my ability to complete the 26.2 miles.
It’s the same in business. Practice not only builds confidence, but it can also create a culture of strategic thinking, allowing organizations to think beyond the crisis of the moment, embrace innovation and even anticipate the unknown. However, senior leaders often view threats in a vacuum, acknowledging their existence but missing the mark on solving for them. That mindset is a key takeaway from “Illuminating a path forward on strategic risk,” Deloitte’s 2018 CEO and Board Risk Management Survey of 400 CEOs and board members from organizations with $1 billion or more in annual revenue.
That mindset is a key takeaway from “Illuminating a path forward on strategic risk,” Deloitte’s 2018 CEO and Board Risk Management Survey of 400 CEOs and board members from organizations with $1 billion or more in annual revenue.
Practice not only builds confidence, but it can also create a culture of strategic thinking, allowing organizations to think beyond the crisis of the moment, embrace innovation and even anticipate the unknown. DELOITTE RISK AND FINANCIAL ADVISORY
LEADERSHIP
Why Strategic Impact Of Risk Requires Swift Action By CEOs And Boards
Article in Forbes, October 15, 2018Chuck Saia Brand ContributorDeloitte Risk and Financial Advisory
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CREATING A STRONG ECONOMY
That mindset is a key takeaway from “Illuminating a path forward on strategic risk,” Deloitte’s 2018 CEO and Board Risk Management Survey of 400 CEOs and board members from organizations with $1 billion or more in annual revenue.

In it, we wanted to explore leaders’ risk posture and gauge their level of readiness around these mission-critical risks – brand and reputation, culture, cyber and extended enterprise. Not surprisingly, nearly 100 percent of leaders said their organizations face serious threats and disruptions to their growth prospects in the next two to three years, but here is the interesting part…while CEOs and boards are keenly aware of the risks, they’re not adequately prepared and they don’t have the right investments in place to take action.
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